The Management Processes of Public Relations The old “flying by the seat of the pants” approach to solving PR problems is over!

Four Step Problem Solving Process: H Defining the problem (or opportunity) H Planning and Programming H Taking Action and Communicating H Evaluating the Program

Defining the Problem (or Opportunity) H Process begins with intelligent diagnosis H Development of a Situational Analysis –Monitor the social environment –conduct thorough research

Research Process H methodical H systematic H foundation of all effective public relations H must understand situations and investigate consequences

Defining Problems H want to avoid firefighting and concentrate on fire prevention –example: much better to avoid spending millions of dollars on advertising to apologize for past actions and make corrective announcements H process begins with someone making the value judgment that something is either wrong or could soon be!

Problem Statement H written in present tense, a problem statement describes the situation in specific and measurable terms. H Details –what is the source of concern? –when is it a problem? –who is involved or affected? –how are they affected or involved? –why is this of concern to the organization or its publics?

Situational Analysis H unabridged collection of all that is known about a situation, its history, forces operating on it, and those involved or affected internally or externally

Internal Situation Analysis H communication audit –complete analysis of an organization’s communications - internal and external - designed to take a picture of communication needs, policies practices, and capabilities to uncover necessary data to allow management to make informed, economical decisions about future objectives of the organization’s communications

External Situational Analysis H clippings from newspapers, magazines, trade publications H reports, transcripts, tapes of radio and tv coverage of events H background info on groups and individuals H results of surveys and opinion polls H copies of legislation, reference books

Research Process H Informal or Exploratory Methods –personal contacts –key informants - influential people (reporters, clergy, bankers, taxi drivers) –focus groups or community forums –Advisory Committees and Boards –Ombudsman - an individual who investigates and solves problems –call-in telephone lines/mail analysis

Formal Methods of Research H Secondary analysis and On-line Databases H Content analysis –systematic procedures for objectively determining what is being reported in the media H Surveys

Planning and Programming H Strategic Thinking leads to Strategic Management and Planning H Strategic Planning –making decisions about program goals and objectives, identifying key publics, setting policies or rules to guide selection of strategies and determining strategies

Key Steps to Planning and Programming H Mission Statements –help commit the organization to accountability –attitude sets the framework for budgeting, programs, impacts,etc. –MBO –Strategy and Tactics

Key Steps (cont’d ) H Writing the Program –state the program goal –target the appropriate publics –state the objectives of the program

Working Theory- Program Goal H what do we want the two publics to learn from the program, what opinions should each hold after the program, what must each do to reach the goal H learn-feel-do causal sequence H info gain -> opinion change- >behavioral change

Defining Target Publics H geographics H demographics H psychographics H covert power H position H reputation H membership

Program Objectives H Objectives spell out the key result that must be achieved with each public to reach the program goal H Give focus and direction to those developing strategies and tactics H spell out outcome criteria for use in monitoring and evaluation

Planning for Program Implementation H writing planning scenarios H anticipating disasters and crises –immediate crises –emerging crises –sustained crises

Common Mistakes in Handling Crises H hesitation H obfuscation H retaliation H pontification H confrontation H litigation

Example of Crisis Planning H Fire on the Luxury Liner Crystal Harmony H Company had developed a Crisis Communication Manual –trade, business news –shipboard, media, international

Taking Action and Communicating H Acting Responsibly and Responsively –University had declining enrollments amongst incoming freshmen –rumor was that freshmen had lowest registration priority –response - change priority and get the word out! –Classic Case: Tylenol Sabotage

Action Components H Alert Customers Nationwide H Stop Production H Establish Liaison with the Police H Recall Existing Capsules H Design New Package H Return Improved Product to the Market

Communication Strategy H to inform the internal. and external publics H persuade publics to support and accept action H instruct publics intend to turn intentions to actions

The Communication Component of Strategy H Framing the Message –Effective Communication must be designed for the situation, place and time –Advances in technology and specialized media are opening a wealth of possibilities –All PR problems have people as the common denominator and require communication to bring their viewpoints closer together

Implementing the Strategy H Credibility H Context H Content H Clarity H Continuity and Consistency H Channels H Capability of the audience